“Time is the only element in the world that is irretrievable when lost.
Lose money and you can make more.
The Nativity Cusco School from Brooklyn Museum (source: Wikimedia Commons)
Christmas is a most wonderful time of the year.
For some, it is a time of feasting, partying and making merry.
Don’t hire a consultant who doesn’t look good in a suit (courtesy of consulta panel)
Are consultants a boon or a bane? Do they really help or hurt your organisation?
This is the question I’ve been asking myself lately. Tasked with improving things in the organisation, my mind reflected upon the pros and cons of hiring management consultants.
Why do some companies succeed in turbulent times while others fail?
Is there a “secret sauce” to enduring corporate performance?
We’re besieged by “short-termism” in an age of 24/7 hyper-connectivity. With the empowerment of social technologies, everybody can be a pundit, proffering an interminable stream of quick fixes.
When faced with a problem, you can virtually hear the “guns” firing away…
Harvard Business Review or HBR has always been one of the mainstays of my reading list. I love how its editors seive out business and leadership articles which are meaty enough to provide a good intellectual workout without unnecessary academese.
Written by Ken Blanchard of “The One Minute Manager” fame, together with his co-authors John Britt, Pat Zigarmi and Judd Hoekstra, “Who Killed Change?” is a whodunnit with a business twist. The slim volume is easily read in one sitting and imbues one with useful pointers when implementing change management.
The plot goes like this. Somebody in the ACME organisation has killed Change. In this case, Change of course represents Change Management – a very necessary ingredient for enduring organisational effectiveness when things no longer become business as usual.
In the world of business, we’re often focused on our customer value proposition. What makes our products or services stand out in the marketplace? How do we draw the right customers at the right price?
The unfortunate thing, however, is that we often neglect to pay attention to the most important stakeholders in our organisation.
Namely, our employees.
Courtesy of Blaze Institute
Why do some teams produce outstanding results while others lag behind given similar resources?
The secret, according to “The New Science of Building Great Teams” in Harvard Business Review, is that successful teams have higher energy, are more engaged, and spend more time exploring outside the group. These patterns of communication and interaction are strongly correlated with performance metrics such as the average handling time in a bank’s call centre.